Like every generation before them, Generation Z has often received criticism and accusations of being soft or poor at communication. While it may be true they have lacked social interactions due to COVID-19 related shutdowns, Jeff Garrison of Results on Purpose explains how their unique purpose-driven focus can be an asset to your company.
Based in Iowa, Garrison works with executive leadership teams around the county. Gen Z complaints abound, but beyond the rhetoric Gen Z is very driven when your company explains it’s purpose and values clearly he says. One thing to note is their need for constant validation through check-ins. Some leaders see this as annoying, while others see this as an opportunity to shape young employees to grow.
On a recent episode of the Iowa Business Podcast, Garrison challenged prevailing corporate misconceptions regarding Generation Z workers. While three in 10 hiring managers actively avoid recruiting staff under 30, Garrison asserts that corporate tension stems from an outdated management approach rather than a flawed workforce. “We don’t have a Gen Z problem, so to speak. We have a leadership problem,” Garrison stated, urging executives to look in the mirror regarding their management styles.
Gen Z—defined as individuals aged 30 and under—is uniquely positioned as the first generation to grow up with total access to global information in their pockets. While cognitively advanced due to this exposure, watching their parents navigate macroeconomic setbacks alongside being raised by highly protective parents has left them socially risk-averse and behind in traditional social development.
Data highlights a distinct shift in their professional desires: an overwhelming 75% of Gen Z employees prefer receiving feedback in person, yet only 6% desire traditional corporate leadership positions. This reluctance often stems from observing managers take on more work without equitable financial reward. Instead, Gen Z prioritizes financial stability and purpose; approximately 52% engage in entrepreneurial gig work outside of their primary jobs to secure additional income.
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The Three C’s of Modern Leadership
To successfully manage a generation projected to comprise 30% of the workforce in just a few years, Garrison rejects standard annual performance reviews in favor of consistent, high-touch coaching. “Nobody comes to us of any generation fully formed, but, you know, th-this is just part of our role now as leaders is to help more than we’ve ever had to in the formation of our employees,” he explained.
He introduces a simple framework called the “Three C’s”: Clarity, Coaching, and Caring. Leaders must establish absolute clarity regarding the company’s mission and the specific outcomes an employee owns. Managers should provide regular feedback—starting daily for new hires before moving to a weekly cadence. Finally, leaders must care for the whole person, integrating mentorship and personal realities into the workplace to build organizational loyalty. Garrison concluded, “See, leadership is, uh, it’s r- not easy, but it’s really simple.”